References
Transformation - GreenTech
Company
The company is a specialized provider of B2B SaaS solutions for monitoring and SCADA systems in the photovoltaic sector. It develops, manufactures, and distributes high-performance data loggers, controllers, and sensors for precise data acquisition and plant control. In addition, the company operates its own control room, enabling centralized real-time monitoring and data-driven optimization of system performance.
1 legal entity
Challenge
The company emerged from a carve-out of a U.S.-based corporation. As part of its strategic repositioning, it is developing a sustainable business model by gradually transforming its historically hardware-driven operations into a hybrid, higher-margin SaaS model. The current challenge lies in offsetting declining hardware revenues through the expansion of digital services and recurring revenue streams.
Objective
Within two years, the company aims to achieve full strategic, operational, and financial readiness for a successful exit (“exit readiness”).
Key Achievements and Strategic Milestones
Establishment of an independent company following a successful management buyout from a U.S. corporate group, including full operational and legal carve-out activities.
Implementation of a new digital business model, transitioning from a hardware-centric operation to a scalable SaaS-driven approach with recurring revenue streams.
Optimization of the value chain through a 40% reduction in vertical integration, achieved by outsourcing non-core production processes and strengthening strategic supplier partnerships.
Growth of SaaS revenues (ARR) by 25%, driven by targeted product innovation, improved pricing models, and expansion of customer success programs.
International expansion, with market entry and the establishment of national subsidiaries in the United States and Japan to enhance market proximity and strengthen global competitiveness.
Development of a robust service and sales partner network, enabling broader market coverage, improved customer support, and increased efficiency in go-to-market activities.
Successful exit; sale of the company to a U.S. competitor, marking the completion of the transformation journey and delivering significant value to shareholders.
Transformation - Energy
Company Description
A medium-sized municipal energy and infrastructure service provider reliably supplies residential and commercial customers in a major urban region with electricity, natural gas, drinking water, and heat. In addition to its traditional public service mandate, the company actively drives the expansion of renewable energies, the modernization of network infrastructure, and energy-related services for municipalities, industry, and households, positioning itself as a long-term partner for secure and sustainable energy and water supply.
Challenge
The company operates an unprofitable B2B segment without robust reporting and without transparency regarding results, costs, and value contribution. A holistic approach to optimizing value creation is missing, leaving significant potential in processes, structures, and offerings unused.
Contract structures and business models are outdated and not aligned with modern, performance- and market-oriented frameworks. This is compounded by a municipal, non-performance-oriented corporate culture in which clear targets, responsibilities, and performance indicators are only weakly embedded.
Furthermore, there is no systematic capacity planning and no reliable long-term planning, which limits steering capabilities and significantly hampers the strategic development of the B2B business.
Objective
The objective is to systematically review the value and profitability of the business and to derive clear action areas for performance improvement. Building on this, a profitable growth roadmap will be developed that aligns priorities, measures, and investments to ensure sustainable, scalable, and high-return growth.
Key Achievements and Strategic Milestones
1. Mandate: Transformation Manager B2B
Acted as a key driver and catalyst for transformation in the B2B sales and operations organization, with a strong focus on improving profitability and professionalizing management and control instruments. Based on this, conducted a comprehensive value creation analysis of the B2B business to identify profit levers, efficiency potentials, and structural risks.
Developed and implemented a corresponding action plan, including the introduction of a structured sales risk management framework, the development of a new risk-adjusted costing model as the basis for pricing and portfolio management, the creation of new contract templates to standardize and reduce legal and commercial risks, as well as the implementation of an integrated reporting system with clear KPIs and a strategic capacity planning approach based on typical output metrics.
Additionally implemented a risk-adjusted sales and procurement forecasting process to improve forecast quality in energy procurement, optimized key core processes (in particular offer approvals), and designed and rolled out a new, needs-based service and account management model for customer and segment clusters. These measures were complemented by the design and implementation of a new energy procurement strategy to enhance margin, stability, and manageability of the business.
Presented the transformation concept to the executive management, outlining strategic measures, financial impact, and resource requirements, and obtained approval and sign-off for implementation. Achieved an EBT effect of €2.3 million p.a.
2. Mandate: Transformation Manager Sales & Operations B2B and B2C
Assumed responsibility for the design and implementation of a scenario-based business plan through 2030, including integrated investment and workforce planning. On this basis, carried out a comprehensive value creation analysis of the area of responsibility and derived an action plan for sustainable performance improvement with clearly defined target states and milestones up to 2030.
Designed and implemented Power BI as the central strategic planning and management tool to establish a consistently data-driven management approach. In addition, developed and introduced a cascading performance management framework, including customer- and segment-level contribution margin reporting with transparently defined allocation keys to enable differentiated profit steering.
These measures are expected to generate a planned EBT effect of approximately €5 million p.a.
Transformation - SaaS
Company Description
The company offers a specialized B2B software solution for professional proofreading within the life sciences sector.
Legal Structure: 1 entity
Markets: Europe, USA, India
Challenge
A stable and valuable company with strong market presence and brand reputation, yet lacking innovation and a clear go-to-market strategy for new industries. The financial structures and tools are outdated, with no modern reporting or performance indicator system in place. The software technology relies on legacy architectures and lacks a defined SaaS or cloud strategy, significantly limiting future scalability and competitiveness. Furthermore, contracts as well as sales and marketing processes are outdated, not aligned with digital, data-driven business models or international growth strategies.
Objective
To build a scalable market model and professionalize the marketing and sales strategy, including all supporting processes. In addition, the company aims to develop a future-ready cloud software platform, with a strong focus on modularization and the implementation of professional, standardized APIs to ensure scalability, integration capability, and long-term competitiveness.
Key Achievements and Strategic Milestones
Overall responsibility for Marketing, Sales, Operations, Customer Support, HR, and Finance.
Development and implementation of a strategic growth roadmap to enter new markets and customer segments.
Introduction of modern B2B SaaS marketing and sales processes and implementation of an integrated CRM system.
Design and rollout of new international SaaS offering templates based on a revised terms and conditions (T&C) structure.
Establishment of a Canadian subsidiary to strengthen international market presence and operational flexibility.
Development of a SaaS cloud product strategy focusing on modularization, scalability, and long-term technological sustainability.
Optimization of the global partner network to enhance service quality, support efficiency, and customer satisfaction.
Restructuring of operational departments, from marketing to finance, to improve efficiency and clarify responsibilities.
Weighted sales pipeline growth: +84% (ARR Year-on-Year).
Expansion of headcount in marketing, sales, and development: +33% (YoY).
Revenue: +25% YoY / +10% above plan.
EBITDA: +31% YoY / +106% above plan.
Restructuring HighTech and SaaS
Company Description
The company is an innovative B2B and B2C SaaS provider and smart meter manufacturer, specializing in digital energy management and intelligent metering infrastructure. As a certified metering point operator (MSB), it delivers comprehensive solutions for meter data collection, data management, and automated billing.
In the tenant electricity (Mieterstrom) segment, the company connects renewable energy generation, consumption, and digital services to create efficient and transparent business models, positioning itself as a technology partner for the digital transformation of decentralized energy markets.
Challenge
A very high and unplanned cash burn rate led to repeated requests for investor financing. As a result, investor confidence in the company’s management eroded, prompting the appointment of a COO to review and realign the existing business plan and to develop a sound, investor-ready strategic roadmap.
Objective
Development of a robust business and financial plan with a clear strategic focus, a defined implementation and development roadmap, and concrete measures to ensure sustainable performance improvement and long-term value creation.
Key Achievements and Strategic Milestones
Implementation of modern digital systems and financial management foundations: Deployment of Microsoft 365 and Power BI to establish an integrated, data-driven work and decision-making environment. Development of a new reporting and controlling framework enabling transparent, KPI-based corporate management.
Based on the newly generated reporting data, a recalculation of product costing was conducted to realistically and market-orientedly reflect cost structures, margins, and pricing strategies. In parallel, a precise assessment of financing needs was carried out to establish a reliable foundation for investment and liquidity planning.
As part of this process, financing discussions with investors and banks were initiated, and a project financing model was developed to secure the capital required for pre-financing major customer projects. These measures laid the groundwork for a sustainable financing framework that ensures future growth and the long-term execution of the corporate strategy.
Transformation - Manufacturing
Company Description
The company is a fully integrated manufacturer of high-quality office furniture, with a focus on ergonomic, height-adjustable workstation solutions and holistic office concepts. As a vertically integrated provider, it covers the entire value chain from design, engineering, and production through to logistics, assembly, and after-sales services, delivering customized workplace and interior solutions for national and international customers.
Challenge
An outdated, non-digitalized production environment without a sufficiently validated data basis for bills of materials, including production times, leads to inefficient and non-transparent production control and adversely affects planning reliability as well as cost and quality management.
Objective
Improvement of profitability through the development and implementation of a new production strategy.
Key Achievements and Strategic Milestones
Employee training: Introduction of structured training programs at all levels to qualify staff for new processes, digital tools, and modern manufacturing methods.
Production organization and planning: Development of a systematic production capacity and scheduling framework, including the implementation of a REFA-based time management system and up-to-date bills of materials (BoM) with time values to enable reliable product costing and profitability analysis.
Process and digitalization initiative in manufacturing: Introduction of Kanban, barcodes, scanners, and computer workstations on the shop floor, as well as the implementation of an end-to-end 3D model chain from design through production to assembly, reducing assembly times and increasing process reliability.
Working time and shift models: Implementation of optimized shift models to improve utilization of machinery and resources.
Digital production strategy and impact: Design and implementation of a holistic digital production strategy, resulting in a 28% increase in capacity utilization and an EBITDA effect of approximately €2 million.
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